Design Thinking Meets Complex Care Andy Switky Barbara Kohnen Adriance Nov. 15, 2017
In many industries increasing specialization is necessary and useful.
But “complex care” crosses so many disciplines - behavioral, medical, and social - that it requires expertise in collaboration and coordination.
Design Thinking provides a framework for in-depth exploration and radical collaboration across disciplines.
Prototyping is key to design thinking.
"When we started out, it was an R&D thing for driving innovation in new products. Now it’s not just R&D; user-centered innovation is a central part of our culture. It’s what we do throughout the organization," said Amy Cuneo, Associate Director, Customer Insights.
Ingredients for Success ● CEO and/or Board actively supports ● A champion anointed by the CEO or Board ● Senior leadership buy-in ● Right mix of people on the bus ● Clear purpose ● Excellent communication ● Budget ● Success - and failure - are highlighted and discussed broadly
How do we get there?
Create intentional inefficiencies.
Create intentional inefficiencies.
A typical CareOregon innovation team
Customer service Operations Communications Pharmacy Administration A typical CareOregon innovation team
Now it’s your turn!
How siloed is your organization? strongly wildly siloed mixed
Be intentional about innovation
Internal innovation Outsourcing Joint ventures teams innovation to Co-designing consultants Centers of Learn one, do one… Growth by Excellence acquisition Six Sigma blackbelts
Internal innovation Outsourcing Joint ventures teams innovation to Co-designing consultants Centers of Learn one, do one… Growth by Excellence acquisition Six Sigma blackbelts
Internal innovation Outsourcing Joint ventures teams innovation to Co-designing consultants Centers of Learn one, do one… Growth by Excellence acquisition Six Sigma blackbelts
Internal innovation Outsourcing Joint ventures teams innovation to Co-designing consultants Centers of Learn one, do one… Growth by Excellence acquisition Six Sigma blackbelts
Internal innovation Outsourcing Joint ventures teams innovation to Co-designing consultants Centers of Learn one, do one… Growth by Excellence acquisition Six Sigma blackbelts
Often, but not always, the goal is to move an organization from left to right over time.
Who & where - how siloed What type of organization is your organization? are you? strongly wildly siloed mixed
Micro versus Macro Improving quality, decreasing New wound-care system in defects with better soldering Bangladesh fixtures (courtesy of Healyx and Stanford’s Design for Extreme Affordability)
We need people who can do Lean AND innovation. Stop focusing on one or the other and find a middle path: you need to see the value of both.
Who & where - how siloed What type of organization is your organization? are you? Enablers / mitigators strongly wildly siloed mixed Where is your organization’s innovation efforts focused? micro macro
What are some of YOUR Inhibitors
Barbara and Andy’s list of Inhibitors ● Lack of support or leadership (or worse such as undermining and sabotage) ● Culture (e.g., we’re all about price, not “new”) ● Tactical thinking over strategic thinking ● Being in survival mode ● Being unclear about what’s an investment and what’s an expense ● Dipping your toe into innovation and thinking you know how to swim ● Too many chiefs and infighting ● Using internal staff too soon ● Insufficient training
Who & where - how siloed What type of organization is your organization? are you? strongly wildly siloed mixed Where is your What are your top 3 inhibitors? organization’s innovation efforts focused? micro macro
How might we make progress despite our inhibitors ● Lack of support or leadership (or Co-design, nemawashi worse such as undermining and sabotage) Infectious agent model (blue circle ● Culture (e.g., we’re all about price, challenge) not “new”) Establish culture around DT-Lean ● Tactical thinking over strategic assessment thinking Ride it out - or is it culture? ● Being in survival mode Build awareness of innovation-operations ● Being unclear about what’s an spectrum; outsource or share innovation investment and what’s an expense Collaborate with experts and partners; get ● Dipping your toe into innovation and the right people on the bus thinking you know how to swim Leadership clarifies priorities; move ● Too many chiefs and infighting innovation outside Leverage consultants (investment vs. exp) ● Using internal staff too soon Do more; co-design with experts ● Insufficient training
Who & where - how siloed What type of organization Top 3 ways to make is your organization? are you? progress strongly wildly siloed mixed Where is your What are your top 3 inhibitors? organization’s innovation efforts focused? micro macro
Everyone designs who devises courses of action aimed at changing existing situations into preferred ones. - Herbert Simon from “The Sciences of the Artificial”
Who & where - how siloed What type of organization Top 3 ways to make is your organization? are you? progress strongly wildly siloed mixed Where is your What are your inhibitors? Your headline: organization’s innovation efforts focused? micro macro
What can you do in an hour? What can you do in a day? What can you do in a week?
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